For Some Employers, Bad News Brings Out the Best at Work

Jan 2010

(Livingston, NJ) A survey released by the Heldrich Center for Workforce Development at Rutgers University reveals a significant decline in job satisfaction and job security compared with a decade ago.
 
According to the report, about 45% of workers (more than 68 million Americans) now report that they or a family member has been laid off or had their salary frozen or had to take unpaid furlough days.

“Our survey reflects the growing impatience and frustration of American workers about a recession that has lasted nearly two years,” said Dr. Carl E. Van Horn, coauthor of the study.

As they’ve struggled to survive the recession, employers have whittled their work force down to a core group of key employees — and are counting on these top performers to rebuild the company once the economy recovers.

There are many things companies can do to retain their best workers, who have endured declining wages and benefits, coupled with heavier workloads. For example, employers could be sensitive to employee lifestyles and help them reduce workplace stress.

“It’s often said that in good times you need good people; and in tough times you need great people. Every organization has a small group of people who are critical to its success, current and future,” says John Sarno, president of the Employers Association of New Jersey,

Key employees have been doing more with less for the past two years and employers can meet them halfway. “It’s about caring for people so they don’t burn out. A lot of these people are 30-somethings, they have families and they are working very hard,” he says.

According to “Best Places to Work,” a business education firm, building trust and strong relationships between managers and employees is a central theme found in best places to work companies.  If a company truly is one of the “Best Places to Work,” the firm says, difficult times will bring out even more resolve to think and act in accordance with best practices.

Sarno suggests sharing as much information as possible with key employees during tough times. “Managers cannot be hiding in their offices and must be totally open and forthcoming during this very difficult time.  A key employee should be able to ask any question about the company and his or her role within the organization, and to the extent possible, the answer should be truthful, he says.

Management experts say that to be effective during this recession, supervisors should hone their communication and team building skills.

The bad news is that financial constraints may mean employers cannot provide the necessary supervisory training.  The good - or at least the less bad - news is that targeted training can maximize essential impacts. “Now is the time to allocate discretionary dollars to nurture the best people who will make the greatest difference in sustaining the best results,” adds Sarno.

For Supervisory training click here http://members.eanj.org/supervisorytraining/